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To provide our customers
with a continuous and reliable supply
of electricity at the most economic rates
and with optimum safety and courtesy.
MISSION STATEMENTMISSION STATEMENT
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12 September 2003
The Hon. Alan GanooMinister of Public Utilities10th floorAir Mauritius CentrePort Louis
Sir,
In accordance with the provisions of the Central Electricity Board Act, I have the honourto submit the Annual Report of the Central Electricity Board for the year ended 31 December 2002.
Yours faithfully,
Professor A. S. KasenallyChairman
CENTRAL ELECTRICITY BOARD
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The Board
Chairman Prof. A. S. Kasenally
Members
General Manager E. Astruc (up to 31 March)
B.E., M.Sc. Tech., C. Eng., F.I.E.E.
P.J.S. van Niekerk (as from 6 March)
Pr. Eng., F. SAIEE
Representative of Dr. P. M. K. Soonarane
the Minister of Public Utilities BSc Hons. Mech. Eng., D.I.C.
MSc, PhD (Adv. Mech. Eng.)
Representative of Jean-Mée Desveaux
the Ministry of Finance B.A., B.Econ., Dipl. Ed.
Representative of R. G. Innassee
the Ministry of Economic Development, B.A. (Hons.) Econs., Dipl. Gestion
Financial Services & Corporate Affairs
Representative of R. Mungra
the Central Water Authority B. Tech. (Civil)
Diploma in Public Health Engineering
Diploma in Water Quality Control
Representative of Dr. A. Chan Chim Yuk
the Institution of Engineers BSc Eng., MSc, DIC, PhD (Civil Eng.)
Representative of P. Martin
the Electricity Advisory Committee C. Eng., F.I.E.E., M.I.C.E.
M.S.A.I., Mech. Eng.
Members with experience in F. Poupard
Agricultural, Industrial, Commercial, Financial, Prof. S. D. D. V. Rughooputh
Scientific & Administrative Matters B.Sc (Hons.) Physics, PhD (Physics)
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Steering and Management Teams
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J. JaunbocusMinistry for Rodrigues
S. M. BéguéMunicipality of Port Louis
M. S. Abbas MamodeMunicipality of Port Louis
R. Leong SonMunicipality of Beau Bassin/Rose Hill
S. PermalaMunicipality of Vacoas/Phoenix
O. C. DomahMunicipality of Curepipe
R. GunnyMunicipality of Quatre Bornes
P. MartinI.E.E. Centre (Mtius)
R. FayolleMauritius Chamber of Commerce & Industry
R. RivallandMauritius Chamber of Agriculture
J. ChellumAssociation des Consommateurs de l’IleMaurice
P. SoubhagMoka/Flacq District Council
R. MunohurUniversity of Mauritius
Y. JhugrooInstitute of Consumer Protection
D. KhooblallRepresentative of Association of DistrictCouncils
General Manager L. E. Astruc (up to 31 March)B.E., M.Sc Tech. C. Eng. F.I.E.E.
P. J. S. van Niekerk (as from 6 March)Pr. Eng., E. SAIEE
Assistant General Manager (Tech.) S. NarainB.E., Dip. Tech. Sc. C. Eng., M.I.E.E.
Production Manager G. Hebrard, O.B.E.Ing. E.E.M.I., A.M.I. Mech. E. C. Eng., M.I.E.E.
Ag. Transmission & Distribution Manager W. P. Wong Min (up to 31 March)B.Sc (Hons.) C. Eng. F.I.E.E.
Distribution Manager A. Ghosh (as from 22 March)B. Tech. (Hons.), F.I.E.
Corporate Planning & Research Manager D. LeClair (Ms) (as from 7 February)P. Eng.
Financial Manager J. CharitarF.C.C.A.
Human Resource Manager N. Lowtoo (up to 9 September)DPM, DMS
T. Gunnoo (as from 10 September)DSAE, DPM, MBA
Chief Internal Auditor/ D. VeragooFinancial Controller F.C.C.A.
Administrative Manager P. Goburdhun (up to 31 May)B.Sc (Hons.), C. Eng., M.I.E.E.
Secretary/Corporate Administration N. Lowtoo (as from 10 September)DPM, DMS
Information Technology/MIS Manager A. Beeharry (as from 15 March)M. Inf. Tech., MBA
Area Manager (Centre) W. P. Wong Min (as from 3rd June)B.Sc (Hons.) C. Eng. FIEE
Area Manager (North) P. Sembhoo (as from 3rd June)B.E. (Elec.) MIEEE
Area Manager (South) P. Goburdhun (as from 3rd June)B.Sc (Hons), C. Eng. MIEE
Principal Engineer (Hydro) G. PayaB. Eng. (Hons.), C. Eng., M.I.E.E.
Principal Engineer (Thermal) H. Fakim, O.S.K.B.Sc (Hons.)
Principal Engineer (System Control) P. Sembhoo (up to 2nd June)B.E. (Elect.) M.I.E.E.E.
A. Lachmansing (as from 2nd September)B. Tech., M.Sc Eng.
Principal Engineer (Distribution) R. Koon Kam KingB.Sc (Hons.), C. Eng., M.I.E.E.
Ag. Principal Engineer (Planning & D. V. Jhummon (up to 31 March)Major Construction) B. Tech. (Hons.), P.G. Dip. (EPDS), M.I.E.E.E.
System Planning Engineer D. V. Jhummon (as from 1st August)
Principal Engineer (Project & C. Mozart (as from 12 September)Construction) BSc. (Hons), A.M.I.E.E.
The Electricity Advisory Committee Senior Staff
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Schedule of Meetings
30 14 14 25 30 27 25 29 26 31 28 18Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Prof. A.S. Kasenally ✓ ✓ ✓ – ✓ ✓ ✓ ✓ ✓ – ✓ ✓
Mr. R. Bikoo ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ – –Dr P. M. K. Soonarane ✓ ✓
Mr. J. Mée Desveaux ✓ – ✓ ✓ ✓ ✓ – ✓ ✓ ✓ – –Mr. M. Dawonauth – ✓ – – – – – – – – – –Dr. A. Chan Chim Yuk – – – – – – ✓ ✓ ✓ ✓ – –Mr. R.G. Innassee ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Mr. R. Mungra – ✓ ✓ – ✓ ✓ ✓ ✓ ✓ – ✓ ✓
Mr. P. Martin ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ –Mr. J.F. Poupard ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ – ✓ ✓
Prof. S.D.D.V. Rughooputh ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ – –Mr. R. Subbamah ✓ ✓ – ✓ ✓ – – – – – – –Mr. E. Astruc ✓ ✓ – – – – – – – – – –Mr. P.J.S. van Niekerk – – ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
17 11 22 12 10Jan Apr Aug Nov Dec
Prof. A.S. Kasenally ✓ ✓ ✓ ✓ ✓
Mr. R. Bikoo ✓ ✓ ✓ – ✓
Dr. P. M. K. Soonarane – – – ✓ –Mr. J. Mée Desveaux – ✓ – ✓ ✓
Mr. R.G. Innassee ✓ ✓ ✓ ✓ ✓
Mr. R. Mungra ✓ ✓ – ✓ ✓
Mr. P. Martin ✓ ✓ ✓ ✓ –Mr. J.F. Poupard ✓ – ✓ ✓ ✓
Prof. S.D.D.V. Rughooputh ✓ ✓ ✓ – –Mr. R. Subbamah ✓ ✓ – – –Dr. A. Chan Chim Yuk – – ✓ ✓ –Mr. E. Astruc ✓ – – – –Mr. P.J.S. van Niekerk – ✓ ✓ ✓ ✓
SCHEDULED SPECIAL
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec10 14 7 8 9 13 11 14 19 17 6 21 18
Mr. R. Bikoo ✓ ✓ ✓ ✓ ✓ – ✓ ✓ ✓ – ✓ – ✓
Mr. M. Dawonauth – ✓ ✓ – – – ✓ – – – ✓ – –Mr. C. Ramchurn ✓ – – – – – – ✓ ✓ – – ✓ ✓
Mr. J. Mée Desveaux – – – – – – – – – – – – –Dr P. M. K. Soonarane – – – – – ✓ – – – – – – –Mr. R.G. Innassee ✓ ✓ – ✓ ✓ ✓ – ✓ ✓ ✓ ✓ ✓ ✓
Mr. P. Martin ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ –Prof. S.D.D.V. Rughooputh ✓ ✓ ✓ ✓ ✓ ✓ – ✓ ✓ ✓ ✓ – –Dr. A. Chan Chim Yuk – – – – – – – ✓ – – – – –Mrs N. Nathoo – – – – – – – – – – ✓ – –Mr. P.J.S. van Niekerk – – ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Mr. E. Astruc ✓ ✓ – – – – – – – – – – –
Sept 18
Mr. R. Bikoo ✓
Mr M. Dawonauth ✓
Mr. J. Mée Desveaux –
Mr. R.G. Innassee ✓
Mr. R. Mungra ✓
Mr. P. Martin ✓
Mr. J.F. Poupard ✓
Prof. S.D.D.V. Rughooputh ✓
Mr. P.J.S. van Niekerk ✓
SCHEDULED SPECIAL
BOARD MEETINGS 2002
FINANCE COMMITTEE MEETINGS 2002
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General Review
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The power industry world
wide is undergoing drastic
reforms with the private
sector playing a more
prominent role.
The CEB cannot be an
exception to this world
wide trend.
I would like to begin this statement by paying a special tribute to
former employees of the Central Electricity Board (CEB) on the
occasion of our Golden Jubilee. Their valued services and strong
commitment laid the ground for progress and consolidation of the
organisation. I would also like to thank our present staff for helping
to maintain the same high standards, in spite of numerous
difficulties. The organisation was formally constituted on the 8th of
December 1952 with the promulgation of the CEB Ordinance
1951. We have travelled a long way since; we must now prepare
ourselves better to meet new challenges ahead.
This Golden Jubilee year has seen the CEB embark on a major
restructuring exercise resulting in the emergence of new
functional departments. The Commercial and Transmission &
Distribution activities have been merged into a new distribution
Department in order to streamline their functions and provide a
more effective customer service. Decentralisation through the
creation of 3 areas having each a manager will provide wider
autonomy in decision-making and bring greater customer
Chairman’s Statement
““
””
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satisfaction. The key performance indices of each area will be
monitored to ensure that all three areas maintain the same high
level of service.
An Information Technology and Management System (IT/MIS)
Department was set up in March 2002 to modernise and integrate
the activities of the administrative, commercial, financial and
engineering sections of the CEB, using a common enterprise wide
information technology platform. The aim is to meet the
information needs of our customer service, operations and
strategic management processes in the most efficient manner by
developing systems that will use modern information and
communication technologies.
The new Department of Corporate Planning and Research, is
another innovation. Staffed by a young team of promising talents
drawn from various departments of the CEB, its mission is to
develop a long term planning capability in order to ensure that the
expansion of the organisation follows a least cost path. The
department prepared the comprehensive documents dealing with
the CEB’s Request for Proposals for the supply of additional
capacity and associated energy.
Other measures aimed at improving efficiency include reduction
in inventory level, new procurement procedures, economic load
dispatch, new indexation formula for the purchase of electricity
from Continuous Power Producers and improved collection of
dues for street lighting.
We take note that Government will implement a Power Sector
Reform that will result in the CEB being corporatised i.e converted
into a state-owned public company. The changes will alter the power
sector landscape. Their introduction will require proper planning and
a cautious approach if the benefits of the proposed reform are to be
passed on to the stakeholders of the electricity sector.
The power industry world wide is undergoing drastic reforms with
the private sector playing a more prominent role. The CEB cannot
be an exception to this world wide trend. A multi sector
regulatory body will be instituted soon and one of its stated
functions will be the regulation of the electricity sector in
Mauritius. A special unit in Corporate Planning and Research will
be set up to liaise with the Regulatory body.
A tariff increase averaging about 11% was introduced in January
2002. This adjustment, together with various loan disbursements
for capital projects, improved the financial situation of the CEB.
Thus our bank overdraft was reduced from R 1400 M in
December 2001 to R 462 M in December 2002. The finances of
the organization need careful monitoring. Risk management
policies and development of a financial forecast model will be
important tools in the monitoring process.
Growth in energy demand had been lower than forecasted in the
year under review and this was attributed to a general economic
slowdown such as has been experienced globally since early 2001.
In the years ahead the CEB expects a medium-term growth rate
at, or about, the same level seen in 2002, which means that it will
require new generating capacity of 30-40 MW in the year 2005.
To attain this objective the CEB, for the first time in its history,
issued in December 2002 its Request for Proposals for the supply
of electricity to its grid. This procedure is in line with international
best practice whenever an electricity utility has to meet the need
for additional generating capacity from the private sector.
The continued strength of the CEB rests on the commitment of
the management and employees. I am indeed grateful to them for
their contribution to our progress. On behalf of the members of
the Board, I wish to thank them all for their performance.
I would also like to thank our valued customers, who are our
major stakeholders, and who have appreciated our past difficulties
and given us their confidence and continued support over the
years, as well as the suppliers and contractors, the Government
and other parties involved who, in one way or another, have
helped the Central Electricity Board to serve the country to the
best of its ability.
Professor A. S. Kasenally
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HEALTH AND SAFETY◗ Team Consolidation
In line with the vision of the Board, the present Managementplaces the philosophy and practice of Occupational Safety andHealth quite high in its hierarchy of priorities. Accordingly, theHealth and Safety Section, which now operates under theauspices of the Human Resource Department, has been reinforcedfrom 3 team-members to 4 by the appointment of an additionalHealth and Safety Inspector. Mr. Rabindranath Teeluck, the newlyappointed Inspector, is the holder of a Diploma in OccupationalHealth and Safety from the National College of Industrial Hygiene,Australia. He had been sponsored by the Board to follow a courseleading to that Diploma. He has served for many years as FieldSupervisor in the Transmission and Distribution Department.
◗ Training on Safe Methods of Work
In order to develop further the safety awareness and the right skillsand abilities of employees involved in line works the Health andSafety Section gave 1 563 trainee-hours of safety lectures at theCEB Training School during the year under review. Clearlydemarcated duties and responsibilities for putting safe systems ofwork in place have been defined and explained. Constant effortshave been made to help employees become conversant with thesafety rules. The concept of accountability for unsafe acts and
CEB set up an Information
Technology and
Management Information
System (IT/MIS)
Department in March. The
objective was to modernize
and integrate the activities
of its administrative,
commercial, financial and
engineering sections.
““
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Training, Industrial Relationsand Staffing
Training, Industrial Relationsand Staffing
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unsafe conditions and the role ofadequate and proper supervision havebeen stressed upon, bearing in mind thattechnical work associated with electricityis inherently dangerous and that the keyto accident prevention is eternalvigilance.
◗Updating of T & D Safety Rules
With the upgrading and development ofthe Transmission and Distributionnetworks and with the construction of our132kV tower lines it had becomeimperative to overhaul and update theRules and Regulations governing safeworking procedures in the CEB.
The CEB Safety Rules, which are now 18years old, are being updated. A Sub-Committee comprising 2 Senior Engineersand one Health and Safety Officer hasbeen examining and drafting an improvedversion. This work is nearing completion.
◗ Field Work
The Health and Safety Section has played an effective role in thepromotion of Safety and Health at the workplace:
973 spot checks and site safety inspections have been carried outduring the year under review. Besides, competency assessments,trade tests, fire drills, noise level measurements, thoroughinvestigations of causes of accidents have been carried out andappropriate measures recommended in order to preventrecurrence. Safety awareness campaigns and safety talks, Healthand Safety Committee Meetings, inspection of fire extinguishers,ladders, tools and equipment have been conducted on asystematic basis. The Officers have regularly held consultationswith Heads of Sections and workers and have made reasonable,achievable and realistic recommendations pertaining to Healthand Safety issues, encouraging the participation of the employeestowards achieving the goal of zero accident.
◗Customer Care
Moreover, because the Board has at heart the care of itscustomers, it collaborated with the Ministry of Labour andIndustrial Relations in a 2-day exhibition on Work-related accidentprevention methods and means for the benefit of the public atlarge. This exhibition was held at the Caudan Waterfront and wasinaugurated by the President of the Republic. As this exhibitionproved highly successful, the Ministry requested the CEB toparticipate in a similar one at Port Mathurin, aimed at raisingOccupational Safety Awareness in Rodrigues. Therefore, the Boardpromptly despatched a Health & Safety Officer to our RodriguesBranch to make the necessary arrangements. This secondexhibition was opened by the Honourable Minister of Labour &Industrial Relations and lasted three days.
◗Medical Screening
The Board’s Occupational Health Consultant, Dr. R. S. Neewoor,has conducted around 740 medical examinations of our employeesat the power stations as well as those working on the electricitynetworks and monitored closely the status of health of ourworkforce. This is done principally to ensure that our employeesare still apt and medically fit to perform their various tasks such asworking at high elevation, in power stations (noisy environment)and performing live line works.
◗Accident Statistics
The above bar chart illustrates the general downward trend ofaccidents in the Board over the last decade.
The table below records the number of accidents reported,together with their rates of frequency and severity within theBoard for the past three years. There has been no fatal accidentduring the same period.
2000 2001 2002
Accidents 106 110 110Men-days lost 1427 1870 1455.4Frequency rate 31.16 32.75 31.89Severity Rate 0.42 0.55 0.414
0
20
40
60
80
100
120
140
160
1993 1994 1995 1996 19981997 1999 2000 2001 2002
No. of Accidents
Accident Statistics during decade 1993 – 2002
TABLE A – REPORTABLE NON-FATALFOR YEARS 2000 TO 2002
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◗Management’s Pledge for a safe place of work
By providing substantial resources as well as the best possible traininggeared to the needs of the CEB, top quality tools and equipment,including personal protective equipment, adequate and appropriatesupervision and effective monitoring strategies, Management hasdemonstrated that it is committed to creating and maintaining a safeand healthy working environment as well as safe systems of work.
The Safety-at-work culture has already struck root. Despite the factthat the growth of the electricity network and the productioncapacity have increased substantially over the past years, withcorresponding increases in the hazards, we find that the numberof accidents has followed a general downward trend, from 150 in1993 to 110 in 2002.
We keep in view our objective, which is to ensure that this trendis maintained, and are pursuing with renewed vigour our efforts toachieve this.
INDUSTRIAL RELATIONSThe Power Sector Reform which started in year 2001, made fasterprogress during year 2002.
The Board appointed three Top Executives. The mandate of theTop Management was to implement changes in the day to dayrunning and in the business re-engineering which is now underway in the organisation. Three Area Managers were appointed.
Regular consultations with all categories of employees and officebearers of the 3 Unions recognised by CEB, were held throughseminars and workshops.
The following items were discussed and developed byManagement during the seminar/workshops :
(1) Strategic Planning Context
◗CEB To-day.◗Strength.◗Weakness.◗Opportunities.◗Threats.
(2) CEB Profile
◗Successfully electrified the islands of Mauritius and Rodrigues.◗Serves 335 000 consumers.◗Constructed:
• an integrated system of 367 MW of generation capacityand 7 300 km of distribution network.
• 4 thermal plants.• 8 hydro stations.• 1 combustion turbine station• 3 firms and 7 seasonal IPPs.
◗ Generates jobs• 1 798 employees• 736 pensioners.
◗ Promotes economic development in Mauritius• 11 contracting firms
– Contract works Rs 41M in 2001– CEB paid Rs 15.6M through April 2002 including
cyclone reinstatement works.
(3) Current Financial Situation of CEB
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(4) Goals with respect to the corporatisation ofthe organisation
◗ Increase financial soundness and efficiency.◗ Build an integrated planning capability.◗ Make CEB the most desirable employer in Mauritius.◗ Implement enabling information systems.◗ Meet international standard for supply of electricity and
customer service.
(5) Corporatisation steps:
◗ Appointment of a Regulator◗ Eventual appointment of a strategic partner.◗ Drawing up the Memorandum and Articles of Association and
prepare Corporate Governance.◗ Registration of CEB as a new organisation under Company Act.◗ Application for licence from Regulator to operate as electricity
undertaker.◗ Drawing up of service delivery agreement.◗ Load forecast.◗ Generating plan (Energy procurement)◗ Sale of business agreement.◗ Asset evaluation and capital investment plan◗ Staff transfer agreement.◗ Design of cost of supply methodology.◗ Definition of a tariff strategy.◗ Drawing up business plan (Blueprint).
Those attending the workshops/seminars, both employees andManagement have retained the following main points:1. Employees should be ready for changes.
2. Contingency planning becomes essential.
3. Employees are worried about the coming changes; thereforestrategically what we need is to fight fear.
4. We should be able to make relevant forecasts and havecontingency plans so as to be ready for the unexpected.
5. To ensure a better positioning and growth, we should not cutback on training and marketing budgets.
6. The treatment of staff is equally important and it is necessaryto enter into a psychological contract with them. It is thepeople factor, which will carry the business through. “Happyemployees lead to happy customers”. Hence, we should havethe right human resource policy to maintain employee loyalty,which will translate into customer loyalty.
7. It is important that, during the corporatisation process, we shouldnot cut back on service. Public relations are also important. Thusconcessions on any of those parameters could affect the business.
8. The government should get involved and make the employeesfeel safe. Security has to be seen by employees.
9. Organisation may find it beneficial to invest in training foremployees.
10. Inventories can be lowered to a level just enough for shortterm production, hence avoiding too much stock in handwhich will engage capital unnecessarily.
11. An attractive Voluntary Retirement Scheme (VRS) should beimplemented.
Collective Agreement
Following the signature of the Memorandum of Understanding inDecember 2000 based on the Bundhoo Salary CommissionReport, a Collective Agreement on salaries and conditions ofservice was signed between the Board and the UECEB afterlengthy negotiations on 27th December 2002.
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CENTRE DE FORMATION ET DEPERFECTIONNEMENT
PROFESSIONNELS
The training school has continued to play its vital role in thedevelopment of the personnel.
With the merging of the Transmission & Distribution andCommercial Departments, 9 Field Supervisors, 10 Inspectors andsome 96 Technicians from different sections have followedappropriate training courses during the year under review in orderto become polyvalent.
12 drivers who were following a full time course in lineworkssince October 2001, had successfully completed their training bythe end of April.
Two training sessions related to live lineworks in the districts wereorganised for 22 Technicians.
During a certificate award ceremony held on 3 September, Mr. N.Lowtoo, Secretary/Corporate Administration and Mr. A Ghosh,Distribution Manager handed over certificates in lineworks to 73employees (apprentices, redeployed technicians and drivers).
At the beginning of the year, 14 officers of the Special MobileForce attended a special course in cyclone reinstatement works toenable them to carry out repairs at ground level. Moreover 30technicians and 10 officers from the Production Department weregiven appropriate refresher courses in order to update their skillsand competencies during the period September to December sothat they might be prepared to carry out post-cyclonereinstatement works efficiently whenever the need should arise.
At the request of Airports of Mauritius Limited, a training sessionof 7 days pertaining to works on high voltage system wasorganised for 7 technicians in December. During the courseemphasis were laid on the safety aspects and maintenanceregarding high voltage installations.
In November, 6 trainee engineers attended a 2-month course. Theobjective of the course was to make them familiar, amongst otherthings, with the tools and materials used in line work and toexpose them to the systems of work already in place so that theymight bring in some innovations in due course.
Training with other institutions
Collaboration with ministries and local institutions wasparticularly fruitful during the year. One of our engineers attendeda workshop on Creative Leadership organised by the NPCC(National Productivity and Competitiveness Council). It was runby a consultant from ITD (Institute of Training and Developmentin Malaysia).
Members of CEB staff attended courses and seminars run by theMinistry for the Environment, the Ministry of Industry andInternational Trade and the Ministry of Labour and IndustrialRelations. Staff from Fort George, St Louis and Fort Victoria powerstations attended a seminar on “Occupational Safety and Health foremployees in mechanical workshops”.The seminar was organizedby the Occupational Safety and Health Inspectorate of the Ministryof Labour. The objective was to upgrade the knowledge and skills ofthe participants in Occupational safety and Health and to promote abetter understanding of safety and health problems at work.
The full list of courses and seminars attended by members of staffis given on the next page. It is to be noted that the GeneralManager and the T&D Manager started following courses inFrench run by the Alliance Française.
Training & DevelopmentTraining & Development
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Participant Section Course Period
S. K. Thannoo Corporate Planning & Research Valentina Study Workshop organised by MayN. Rogbeer Fort George The Ministry of Environment in the context of
Environmental Management of Industrial Estates.
N. Hurdowar Corporate Planning & Research Workshop on Creative Leadership run by MayDr. Tew Kam Keong, founding Executive Committeemember of the Malaysian Invention and Design Societyand consultant for the Institute of Training and Development.
T. Reebye Health & Safety Workshop on HIV/AIDS/SITs organised by JuneH. Bhowany Engineering (South) the Mauritius Employers Federation.
Both members of theSafety Committee
D. Veragoo Internal Audit Technical Programme for accountants offered by JulyJ. Charitar Finance ACCA Mauritius.P. Neergheen FinanceN. Dowlut FinanceP. Kureemun Salaries & Wages
P. Sembhoo Distribution (Area North) Meeting on Trade in Energy Services to prepare Augustappropriate responses for market opening inenergy services, organised by theMinistry of Industry and International Trade
F. Codabocus Distribution Seminar on Energy Management SeptemberN. Hurdowar Corporate Planning & Research Strategies organised by Socratech
T. Reebye Health & Safety Seminar on Occupational Safety & Health SeptemberR. Teeluck “ organised by the Occupational Safety & Health Inspectorate
of the Ministry of Labour and Industrial Relations
A. Rugjee Fort George P/Stn. Seminar on Occupational Safety & Health DecemberV. Sookdao Saint Louis P/Stn. for employees working in mechanical workshopsN. Toorabally Fort Victoria P/Stn. organised by the Occupational Safety & Health Inspectorate
of the Ministry of Labour and Industrial Relations
D. Seewoosunkur Transformer Workshop Factory Acceptance Tests at Alstom, in connection with February/MarchS. Chooromoney System Control installations of Control Panels at Dumas Substation
S. Summun Engineering (North) Training programme for the maintenance JuneD. Bheemul Project & Construction of transmission tower lines at ESKOM, South Africa.
G. Hébrard Production Tanzania National Policy Seminar in Dar es salaam, Juneunder the aegis of AFREPREN
C. Mozart Project & Construction Training in connection with the construction JuneI. Badjoonauth Transformer Workshop of 66kv indoor sub-station at Dumas at Alstom,I. Nosimahomed Transformer Workshop South Africa
S. Mukoon Corporate Planning & Research Training programme on “Consulting Services OctoberS.K. Thanoo “ “ “ for an Audit of Optimal Generation Capacity”M. Boolakee “ “ “ organised by PB Power in South
A. Emrith System Control European Users Group Meeting of SCADA NovemberA. M. Bucktowar “ equipment in Amsterdam and a short training
on Historical Data Management System at ALSTOM,Massy, France
N. Hurdowar Corporate Planning & Course on “IASEA’S MEAD Model November/DecemberResearch and Projection of Energy Demand”
Local Courses, Seminars and Workshops attended by C.E.B. Employees
Training & Missions Overseas
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1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Mauritius 1:125 1:134 1:141 1:148 1:156 1:162 1:169 1:177 1:179 1:192Rodrigues 1:164 1:175 1:168 1:176 1:168 1:179 1:181 1:165 1:172 1:185
Mauritius 1:378 1:429 1:472 1:527 1:588 1:649 1:682 1:767 1:828 1:865Rodrigues 1:167 1:195 1:210 1:234 1:235 1:278 1:288 1:278 1:295 1:330
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Administrative &Technical Personnel 759 742 751 749 744 769 771 764 758 736Other Categories 1169 1108 1081 1084 1047 1047 1031 994 978 974Apprentices 38 – 31 – – – – 14 – –Cadet Tradesman 1 40 35 37 37 – – – 14 14Sub-Total 1967 1890 1898 1870 1828 1816 1802 1772 1750 1724
Administrative &Technical Personnel 17 17 20 20 20 21 22 23 23 24Other Categories 18 18 18 26 27 26 27 31 30 27Apprentices 8 8 8 1 5 3 3 4 4 –Cadet Tradesman 2 1 1 – – – – – – 4Sub-Total 45 44 47 47 52 50 52 58 57 55Total 2012 1934 1945 1917 1880 1866 1854 1830 1807 1779
The year 2002 had witnessed significant structural changes at theupper Management level.
In the wake of the Corporatisation of the C.E.B, the Board resortedto international advertisement, through the Consultants, ArthurAnderson to recruit Top Executives on a contract basis for 2 years.
◗Mr. J.S. Paul van Niekerk, assumed office as General Manageron 6 March 2002.
◗ M/s Donna LeClair assumed duty as Corporate Planning andResearch Manager on 7 February 2002.
◗ Mr. Arup Ghosh, assumed the functions of Distribution Manageron 21 March 2002
Following an advertisement in the local press, Mr. Atma Beeharrywas recruited and assumed duty as I.T/M.I.S. Manager on 15March 2002.
In pursuance of the re-structuring process, Mr. Namdeo Lowtoowas appointed Secretary Corporate Administration and assumedthe functions of Secretary to the Board together withresponsibilities of Public Relations Officer.
Consequently, the vacancy of Human Resource Manager was filledthrough the Consultant K.P.M.G and Mr. Triboohun Gunnooassumed Office as Human Resource Manager on 10.09.2002.
With the setting up of the three distinct geographical areas,Mr. Prithikumar Goburdhun, formerly Administrative Managerwas appointed Area Manager in charge of Area (South).Mr. Prabhakar Sembhoo was appointed Area Manager (North) andMr. Gilbert Wong Min, Area Manager (Centre).
The Distribution Areas were constituted as Strategic BusinessUnits, the main objective being to increase focus and effectivenesson customer care and need.
Furthermore, the Distribution Areas aimed at providing a uniqueopportunity for all the commercial officers, technical officers andtechnicians to integrate in an effective manner the core functionsof the Transmission and Distribution Department and ultimatelycater for services in proximity to customers.
Staffing
Employee/Consumers
MAURITIUS
RODRIGUES
Employee/MWh sold
ESTABLISHMENT
ESTABLISHMENT RATIOS
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CEB set up an Information Technology and ManagementInformation System (IT/MIS) Department in March. The objectivewas to modernize and integrate the activities of its administrative,commercial, financial and engineering sections using a commonenterprise-wide information technology platform. Thus, the CEB isaiming at meeting the information needs of its customer serviceoperations and strategic management processes in the most efficientmanner by developing systems that will use modern informationand communication technologies. To achieve this objective, themajor projects which were implemented in 2002 included:
Preparation of an Information Systems PlanThis exercise has been completed and a roadmap has been definedto guide the organization toward a complete modernizationprogramme for all the activities of the CEB. A number of projectshave been identified and CEB will be implementing new systemsin a phased approach. In the first phase, the core functions, whichinclude the financial, human resources, and commercial activities,will be developed.
Structured Cabling in all officesThe data network infrastructure was completely reviewed and thecabling systems of all the offices were replaced by Cat5 cables tooperate at 10/100 Mbps.
Upgrade of the Wide Area Network to Frame RelayA project to upgrade the existing X.25 network to a Frame Relaynetwork has been initiated. A few offices, including the HeadOffice, have already been upgraded. The use of Fiber Optic andWireless data transmission technologies is also envisaged.
PC RolloutTerminals are not able to support modern graphic basedapplications. A PC rollout programme has been initiated andPCs are systematically being deployed to users across theorganization.
Internet & Messaging FacilitiesInternet and messaging facilities to staff are also beingimplemented along with the upgrade of the data networkinfrastructure.
Document ManagementIn an attempt to reduce the amount of paper and improve on theelectronic storage of information, a document managementsystem has been setup. The system consists of a documentmanagement server with photocopying, printing, scanning, faxing,storage capabilities, and a document management application atthe head office.
New ProjectsA request for proposal for implementation of Phase I of theInformation System Plan is currently being completed. This firstphase will focus on operational and customer service activities andwill provide users with flexible applications to manage efficientlythe different day-to-day activities. The system will also manage andupdate the databases of our assets, networks, customers,employees and other resources, thus providing critical informationfor effective decision-making throughout the organization. Aninternal IT support service and training programme will also bedesigned and implemented.
Information Technology andManagement Information System
Information Technology andManagement Information System
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The year under review marks a confirmed slowdown in both electricalenergy consumption and maximum power demand on CEB networkswhen compared to the trend experienced up to year 2000. Totalenergy generation reached 1 715 GWh or a 3.5% increase over theprevious year whilst maximum demand for the year reached a peakfigure of 309 MW, i.e. an increase of 4% with respect to year 2001.
CEB thermal stations generated 51.5% of total electrical energyand the balance was generated by Firm Power IPPs (36%),continuous Power I.P.Ps (7.5%) operating during the crop seasononly, and Hydro power ( 5%).
Performance Overview
A satisfactory outcome of
negotiations with
Continuous Power
Producers was registered
in the context of a review
of existing Power
Purchase Agreements.
““
””
Purchases43.54%
Hydro4.99%
St Louis7.88%
Fort Victoria5%
Nicolay1.05%
Fort George37.75%
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The contribution of renewable energy (Hydro and bagasse) reachedthe significant share of 22.5% of the total production in spite of amodest crop season influenced by the effects of Cyclone Dina.
All generators in C.E.B. and IPP stations performed satisfactorilyand maintenance was carried out as scheduled. However, theaverage unscheduled outage rate increased to 5.5% from 3.5%registered in 2001. As a consequence, combustion turbines had tobe solicited more than expected.
Major rehabilitation works were carried out at CEB Dam onRivière des Créoles, in line with Consultant’s recommendations,on grounds of safety. The entire plant had to be put out of servicefor a period of two and a half months.Government Authorities appointed Consultants P.B. Power ofSouth Africa for an audit of the generation sector and a review ofcurrent forecast, with a view to proposing an optimum generationexpansion plan for future national requirement. The final reportwas expected to be released in early 2003.
A satisfactory outcome of negotiations with Continuous PowerProducers was registered in the context of a review of existing
Power Purchase Agreements signed during period 1996 to 1998.A contention had initially arisen from the application of priceindexation mechanisms of the initial contracts.
REVIEW OF OPERATION IN THE POWER STATIONS
THERMAL GENERATION
Fort George Power StationTotal energy production was 647 GWh or 74% of CEB’s totalthermal generation. Average plant load factor for the year was65%.This sub optimal figure was due to load flow restrictions onthe 66 kV towers particularly at the beginning of the year,contractual commitments with the IPPs and the lower thanexpected growth in demand.
All five units performed well and each clocked around 7 000 to7 500 running hours for the year. Scheduled maintenance wascarried out on all five units – Unit 3 at the beginning of the yearduring the rainy season and the rest from June to November.
0
50
100
150
200
250
300
350
PurchasesHydroThermal
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
MW
h
HOURS
Highest Thermal Production02 December 2002 – 3 762 690 kWh
0
50
100
150
200
250
300
350
PurchasesHydroNicolaySt Louis & Fort VictoriaFort George
MW
HOURS
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Highest Maximum Demand308.6 MW on 6.11.2002
0
50
100
150
200
250
300
HydroPurchasesThermal
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
HOURS
MW
h
Highest Purchase – 28.09.20022 739 935 kWh
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Specialised services had to be hired from Mitsui, the manufacturerof Unit 3, to repair cracks on the cylinder heads. This prolongedthe maintenance for about 2 weeks and the unit has beenperforming very well since then.
Unit 1 completed a decade of continuous operation and a newupgraded type of stuffing box has been fitted on 3 cylinders of Unit2. It is expected that the overhaul interval of the new type will be2 to 3 times longer than the old type. So far, its performance hasbeen very good and discussions are on with Wartsila forcontinuous upgrading of some critical components of the enginesso as to ensure trouble free operation for at least another decade.
Other essential auxiliaries, operational and non-operational equipments were maintained andrefurbished so as to ensure continuous non-stopoperation.
Another milestone was reached with theimplementation of the first phase of the SCADAprojects on units 1 & 2. The conventional relaybased control and supervisory system has beenreplaced by a PLC controlled computerized systemdesigned and implemented in house. Operators cannow follow operational parameters directly on linefrom the control room. Phase 2 of this project willbe implemented during 2003. It involves, inter-aliaremote operation.
Fort Victoria Power StationThe generating sets of Fort Victoria Power Stationoperated as semi-base load units during the yearunder review and generated 82.3 GWh,representing 4.8 % of total energy generated.
The two MAN generating sets have clocked 71 231 and 68 795hours of operation since commissioning. These units contributedto more than 71% of the total power station production with anaverage of 3 675 running hours.
Mirrlees units generated some 23.7 GWh with an average runninghours of 1 050 hrs. The 6 000 hours major overhaul of Mirrleesset No. 5 was completed on 10th September at 73 810 runninghours and that of unit No.7 started on 19th August at53 252 running hours.
0
100
200
300
400
500
600
700
HydroCoal and BagasseGasThermal Maximum Demand
19951994 1996 1997 1998 1999 2000 2001 2002
MW
Installed Capacity and Maximum Demand : 1992-2002
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It must be noted that, owing to environmental constraints, theunits operate only between 7.00 a.m and 9.00 p.m. Moreover theMirrlees units cannot be operated if the wind blows towardsnearby inhabited areas. The overall availability of the powerstation was satisfactory.
The heavy fuel oil tank No.2 at Fort William Depot wascompletely refurbished and as from September, Fort VictoriaPower Station is carrying out its own HFO bunkering operationsdirectly from fuel tankers to our bulk storage tanks.
St. Louis Power StationAll units operated satisfactorily during the year averaging 3 765running hours per unit. Energy generated was 135 GWhrepresenting 7.6% of total generation. The plant operatedthroughout the year as semi-base load and the corresponding plantload factor for the year was 29%.
Major overhaul were carried out on units 1 & 2 which haveoperated respectively for 128 000 and 136 000 hours to-date.
Nicolay Power StationThe three units have averaged 245 operating hours for the year,contributing 17.98 GWh or 1% of total generation.
PLC system has successfully been implemented on units 1 and 2.A SCADA system for monitoring the electrical operatingparameters for these units has also been commissioned. The abovesystems have been installed in remote control room for monitoringparameters for the three gas turbines.
0
50
100
150
200
250
300
350
HydroPurchasesGasSt Louis/Fort VictoriaFort George
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
MW
h
HOURS
Highest Generation – 200211 December 2002 – 5 740 018 kWh
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HYDRO GENERATION
Champagne Power StationThe shaft of the No. 1 unit wasrealigned in keeping with therecommendations of an EDFSpecialist following shaft deflectionmeasurements effected in 2001which had disclosed misalignment ofsame. The services of another EDFspecialist were requested to carry outthis work from 16 September to 16October.
Civil Works1,5 Km of access road to the powerstation was reasphalted.
Riche en Eau DamThe deficiencies identified by theConsultant C.E.S. India Ltd. in 1998,following the assessment of theconcrete dam adequacy under currentcriteria, were remedied during theperiod spanning 17 June to 3September. The refurbishment works,executed by the local firm Aqualiaunder the supervision of C.E.S. India Ltd. consisted in the provisionof a grout curtain in the dam foundation to arrest leakage,consolidation grouting in the dam concrete body to improve itsimpermeability and the sealing of cracks in concrete by epoxyinjection and application of epoxy sealants.
Ferney Power StationDuring the period of machines shutdown in view of the Riche enEau dam refurbishment i.e from 16 June to 3 September, No. 2turbine was completely overhauled.
All the turbine water passages were inspected and cleaned. Theguide vane covers were refurbished and the worn out guide vanebushes and cartridges replaced. The draft tube interior was gritblasted and coated with an application of epoxy paint.
Réduit Power StationThe 1,2 MW alternator was completely overhauled and both rotorand stator were thoroughly inspected and tested. The controlpanels were re-equipped and rewired.
0
10
20
30
40
50
60
70
80
90
100
Jan
2001 Production Normal Production 2002 Production
Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
GWh
0
50
100
150
200
250
300
350
PurchasesHydroThermal
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
MW
h
HOURS
Highest Hydro Production – 200226 January 2002 – 1,212,300 kWh
Cumulative Hydro Production – 2002
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Plant Effective UnitsCapacity Capacity Generated % Units
(MW) (MW) (kWh) Generated Units Exported
Hydro CEBChampagne 30.00 28.00 32,439,500 1.89 32,184,290Ferney 10.00 10.00 22,249,400 1.30 22,181,389Tamarind Falls 11.10 8.00 19,066,800 1.11 18,944,850Le Val 4.00 4.00 3,701,100 0.22 3,665,028Reduit 1.20 1.20 2,126,382 0.12 2,111,126Cascade Cecile 1.00 1.00 3,261,180 0.19 3,246,231Magenta 0.94 0.80 1,688,050 0.10 1,688,050La Ferme 1.20 1.20 1,068,840 0.06 1,049,912Total Hydro 59.44 54.20 85,601,252 4.99 85,070,876Thermal CEBSt.Louis 71.80 54.00 135,130,556 7.88 126,443,937Fort Victoria 61.72 45.00 82,259,520 4.80 78,557,826Nicolay 78.00 76.00 17,985,550 1.05 17,459,700Fort George 137.00 133.00 647,430,330 37.75 618,616,870Total Thermal 348.52 308.00 882,805,956 51.47 841,078,333Total CEB 407.96 362.20 968,407,208 56.46 926,149,209Hydro PurchasesRiche En Eau 0.20 0.20 120 0.00 120Bois Cherie 0.10 0.10 480 0.00 480Total Hydro Purchases 0.30 0.30 600 0.00 600Thermal PurchasesBeau Champ** 24.50 22.00 107,209,530 6.25 107,209,530Belle Vue 70.00 62.00 348,310,986 20.31 348,310,986Britannia 0.60 0.50 2,400 0.00 2,400F.U.E.L*** 36.70 27.00 163,136,200 9.51 163,136,200Medine 10.00 8.00 16,227,000 0.95 16,227,000Mon Desert Alma 11.60 5.00 21,448,200 1.25 21,448,200Mon Loisir 14.00 4.50 19,918,667 1.16 19,918,667Mon Tresor Mon Desert 11.60 5.00 18,424,560 1.07 18,424,560Riche En Eau 6.50 5.00 12,077,370 0.70 12,077,370Savannah 15.60 6.00 20,195,360 1.18 20,195,360Union St.Aubin 12.70 6.00 19,708,704 1.15 19,708,704Total Purchases Thermal 213.80 151.00 746,658,977 43.54 746,658,977Total Purchases Hydro & Thermal 214.10 151.30 746,659,577 43.54 746,659,577
Grand Total 622.06 513.50 1,715,066,785 1,672,808,786
PLANT CAPACITIES, UNITS PRODUCED AND EXPORTED 2002
* Effective Cap. Crop Inter Crop** Beau Champ 18 22***F.U.E.L 20 27
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Major Activities and Key Operational Statistics
The organisationalstructure of theDepartment underwent amajor change. The formerCommercial Departmentand the Transmission &Distribution Departmentwere integrated into aDistribution Departmentand the wholerestructured around threedecentralised strategicbusiness units styled asDistribution Areas.
““
””
Major Activities and Key Operational Statistics
ENSURING BEST DELIVERY AT ALL COSTS
The year under review saw major initiatives which had a positiveeffect on the distribution side of the Utility business. The focuswas on improving efficiency, customer service and technology sothat in the years to come, the Central Electricity Board’scustomers can gradually benefit from the best service delivery atthe least possible cost.
To achieve this objective, there will be an increasing reliance onInformation Technology (I.T.) enablers – be it state of the art I.T.driven technologies in Transmission and Distribution (T&D) or I.T.aided Customer Relations Management.
The core functions of the Distribution activity were identified andbusiness processes were analysed in detail. A new organisationalstructure to best address those needs was developed andimplemented, together with a basic framework of the required I.T.enablers. The next few years should see the gradual roll out of thecomprehensive Information Systems Plan which should improveDistribution operations.
The major activities in the Distribution Department during the year2002 and key operational statistics are highlighted on the followingpage.
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FORMATION OF STRATEGIC BUSINESS UNITS
The organisational structure of the Department underwent amajor change. The former Commercial Department and theTransmission & Distribution Department were integrated into aDistribution Department and the whole restructured around threedecentralised strategic business units styled as Distribution AreasNorth, Centre and South. The objective was to improveoperational efficiency and, at the same time, instil betterresponsiveness to customer needs. The units provide “one- stop”customer service and are each headed by an Area Manager, whohas the responsibility for its operational and financial performance.A substantial degree of responsibility along with authority hasbeen decentralised and has devolved on the Area Managers.
Functions pertaining to Technical and Administrative support,System Operations and Major Project construction have beenregrouped under three other Principal Engineers each with adegree of autonomy. The coming years should see increaseddecentralisation of the decision making process and gradualevolution of these three groups as Business Units in their ownright serving internal customers within the DistributionDepartment.
SYSTEM PERFORMANCE
The general performance of the T&D network was verysatisfactory, except for the third week of January when CycloneDina hit the island, causing considerable damage to the network,particularly in the northern and western regions. With theexception of the centre of Port Louis the whole island was
deprived of electricity on 21st January. Repairs and restoration ofsupply were started the following day, immediately after removalof the cyclone warning and, within a week, system demand wasalmost back to normal.
However, a few technological weaknesses were identifiedpertaining to system reliability and stability, especially during peakdemand periods. Some issues concerning the technical interfacebetween Production and Distribution needed to be addressed.An action plan has been prepared to tackle the weaknesses over atwo year period and is now being implemented.
DEMAND, SALES & CUSTOMERS
◗ System demand & sales
The maximum demand for the year was recorded at 308.6 MWin November. This represents an increase of 3.8 % over theprevious year. Figure 1 above shows the load distribution on aregional basis at the time of maximum demand.
The energy sold during the year totalled 1,491,669 MWh, an overallincrease of 2.89 % over the previous year’s sales of 1,449,813 MWh.Figure 2 (next page) indicates the maximum demand experienced inthe system for corresponding months in previous years. It will beobserved that in recent times there has been very little seasonalfluctuation in demand for electricity, thus reflecting increasingconstraints in having available adequate generating plant capacity.
Average load factor of the system during the year was 66.2 %which compares fairly well with electricity utilities elsewhere
Port Louis Area22%
Northern Area17%
Eastern Area10%
Quatre Bornes, Rose Hill& Beau Bassin
17%
Curepipe & Floreal14%
Southern Area8%
Vacoas Phoenix7%
Black River5%
Figure 1 : Load Distribution forWed 06 Nov 2002 at 19.00 hrs (Maximum Demand 308.6 MW)
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having similar customer profiles. The average load duration isdepicted in Figure 3 below. The situation, although stillsatisfactory, will require major initiatives in Demand SideManagement (DSM), if the demand growth rate continues toexceed the growth rate of sales. The situation will be closelymonitored and, if necessary, DSM techniques may have to beintroduced either by way of tariff restructuring or techno-commercial measures.
◗ Customer base
The customer base grew by 2.10 %, reaching a total of 330,005customers.
Although growth in customer base should ideally have aproportional impact on growth of sales, that was not the caseduring the past year. Detailed analysis has indicated that the slightdivergence between the two can possibly be attributed to increasein the number of smaller residential units created out offragmentation of larger families. Such households with a smallernumber of people would necessarily consume less electrical energy.
◗ Detailed analysis of sales
Figure 4 (opposite page) indicates the growth in thenumber of customers of the Board over the last tenyears categorised by tariff. Figure 5 (page 26) indicatestotal sales to each of the tariff categories for lastten years. Figure 6 (page 27) indicates averageconsumption of electricity by a customer in each ofthe tariff categories.
Figure 7 (page 27) indicates sales to various categoriesof customers and the rate of growth of sales in twoconsecutive years as compared to the previous year.The growth of sales to Domestic and Commercialcustomers was less than that of year 2000/2001, whilethose to Industrial customers were maintained at theearlier level. A possible explanation is that high growthyears are usually followed by a year or two of correctionwhen consumption stabilises. Besides, some sales werelost in the early part of the year owing to Cyclone Dina.
Sales to the Irrigation sector are dependent upon rainfall and are arelatively less significant contribution to overall sales.
In Figure 8 (page 28) the trend of sales to different customer categoriesover the last ten years indicates that increasingly more energy is likelyto be sold to Commercial and Industrial customers as compared toDomestic customers, as can be expected in a growing economy.
TRANSMISSION
To evacuate electricity efficiently from the Generating Stationsdispersed all over the island and to improve electricity delivery tothe nodal load centres represented by Major Substations, severaltransmission related infrastructural projects were either initiatedor completed during the year. Brief details of the major projects aregiven below (and on pages 28-30).
◗ 132 kV Transmission Project
The line component of the 132 kV Transmission Project whichcomprises 59.5 km of double circuit lines on 35 m steel lattice
towers, started in mid 2000, was completedin May this year amid difficult ground andweather conditions and protracted wayleavenegotiations with landowners. This lineconstitutes a backbone of the transmissionsystem and has secured the transfer of energyfrom the generating stations to the majorbulk supply distribution points in the country.
Civil works for the indoor substationat Dumas were completed in October.Installation of equipment started inNovember. This substation, which will becommissioned in July 2004, will evacuateelectricity from Fort George and Nicolaygenerating stations.
1 1000 2000 3000 4000 5000 6000 7000 8000 90000
50
100
150
200
250
300
350
LOAD
IN
MW
HOURS
Figure 3 : Load Duration Curve for 2002Maximum Morning Peak : 301.6 MW on Thu 12 Dec 02 at 10h30Maximum Evening Peak : 308.6 MW on Wed 06 Nov 02 at 19h30
210
220
230
240
250
260
270
280
290
300
310
320
1997 2000 2001 20021998 1999
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
MAX
IMU
M D
EMAN
D M
W
MONTHS
Figure 2 : Monthly Maximum Demand 1997-2002
(cont’d page 28)
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Figure 4 – CUSTOMERS PER TARIFF
110/111 116 976 115 674 118 202 119 167 119 218 117 549 111 215 111 773 112,760 113 554120/121 92 714 97 702 105 154 110 892 116 383 123 731 135 593 141 468 146 854 151 050140/141 10 619 12 074 13 853 15 710 17 917 20 691 24 253 26 645 28 710 30 062
Domestic S/Total 220 309 225 450 237 209 245 769 253 518 261 971 271 061 279 886 288 324 294 666209/210/215 20 035 20 827 22 356 23 031 23 585 24 252 25 077 26 191 26 879 27 226
211/212/213/217 466 526 565 596 626 655 644 710 753 810221/223/225 2 3 3 4 5 7 9 14 23 18
Commercial S/Total 20 503 21 356 22 924 23 631 24 216 24 914 25 730 26 915 27 655 28 054309/310/315 4 870 5 062 5 406 5 492 5 511 5 523 5 601 5 655 5 740 5 768311/313/341 413 448 466 476 493 507 513 553 567 576
312/317 295 280 271 283 282 288 287 301 295 281320 – – – – – – – – 3 3
321/323/351 1 1 1 1 1 1 1 2 2 3322/325 2 3 4 4 4 5 4 6 7 7
340 – – – – – – – – – 6350 – – – – – – – – – 3
411/421 7 7 7 7 9 10 9 11 10 11412/422 4 6 8 6 8 8 4 3 3 4
Industrial S/Total 5 592 5 807 6 163 6 269 6 308 6 342 6 419 6 531 6 624 6 662511/515 211 231 241 270 288 409 562 348 317 318
Irrigation S/Total 211 231 241 270 288 409 562 348 317 318St Lighting 510 200 222 230 239 246 251 257 283 293 305
S/Total 200 222 230 239 246 251 257 283 293 305
GRAND TOTAL 246 815 253 066 266 767 276 178 284 576 293 887 304 029 313 963 323 213 330 005
CATEGORY CODE 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
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Figu
re5
– SA
LES
OF E
NER
GY (
kWh)
PER
TAR
IFF
110/
111
100 8
84 59
110
8 684
171
122 8
39 61
212
9 208
045
138 0
26 67
914
7 499
675
136 9
73 34
214
5 563
246
153 7
02 05
815
5 380
507
120/
121
139 8
49 69
715
1 182
750
170 3
05 86
218
2 820
890
198 0
74 49
421
6 357
120
236 6
49 73
525
9 669
302
275 0
17 13
027
9 437
725
140/
141
33 55
5 456
35 75
9 232
40 90
6 568
45 85
7 031
51 33
9 191
58 81
3 461
66 68
9 819
76 87
5 950
83 23
3 599
86 31
9 248
Dom
esti
cS/
Total
274 2
89 74
429
5 626
153
334 0
52 04
235
7 885
966
387 4
40 36
442
2 670
256
440 3
12 89
648
2 108
498
511 9
52 78
752
1 137
480
209/
210/
215
58 83
7 969
64 76
8 023
74 12
8 563
76 87
0 568
83 19
7 548
91 12
9 780
93 68
9 360
103 2
80 79
811
2 177
285
112 7
74 78
621
1/21
2/21
3/21
712
0 105
670
135 6
95 72
014
6 998
402
162 3
55 53
918
7 952
545
206 0
39 18
921
4 914
853
228 4
58 82
523
6 271
451
229 6
67 87
622
1/22
3/22
56 0
17 00
06 3
15 50
08 4
92 95
014
325 6
0015
968 9
4721
406 0
4124
882 4
3238
918 8
3962
519 2
2277
245 0
34
Com
mer
cial
S/To
tal18
4 960
639
206 7
79 24
322
9 619
915
253 5
51 70
728
7 119
040
318 5
75 01
033
3 486
645
370 6
58 46
241
0 967
958
419 6
87 69
6
309/
310/
315
20 35
9 855
22 18
3 068
23 55
2 034
23 50
7 221
24 83
2 190
25 78
9 111
25 57
0 144
26 81
6 157
28 51
7 703
29 20
0 218
311/
313/
341
108 1
89 69
011
9 420
953
123 1
41 92
712
8 946
498
135 5
85 98
114
7 401
269
158 1
59 45
017
2 908
570
175 2
10 66
818
1 866
412
312/
317
98 67
7 527
104 8
18 35
310
6 633
278
117 2
03 09
712
9 201
015
140 0
80 43
314
2 943
119
155 6
33 28
016
2 111
211
159 4
57 20
332
02 1
46 51
532
1/32
3/35
115
716 4
0013
117 0
0014
489 3
0015
824 8
0018
190 6
0018
176 3
1518
642 3
2519
720 3
0820
107 9
0925
088 3
8332
2/32
510
446 0
0012
450 0
0034
886 0
0046
486 0
0049
902 0
0054
520 9
6163
626 2
8477
935 9
9787
343 0
3192
324 8
4534
080
3 558
350
4 657
010
411/
421
1 965
307
1 891
574
2 047
427
2 014
593
2 711
690
4 334
947
2 682
622
3 359
824
2 887
509
2 736
168
412/
422
2 719
190
3 367
290
3 615
610
2 757
258
2 804
760
2 206
531
1 442
825
888 8
6792
3 334
950 3
46
Indu
stri
alS/
Total
258 0
73 96
927
7 248
238
308 3
65 57
633
6 739
467
363 2
28 23
639
2 509
567
413 0
66 76
945
7 263
003
477 1
01 36
549
9 230
658
511/
515
14 62
5 164
18 58
7 246
17 30
8 561
21 28
5 111
20 53
1 867
25 33
5 838
22 47
1 735
27 22
1 650
26 73
8 423
27 44
7 489
Irri
gati
onS/
Total
14 62
5 164
18 58
7 246
17 30
8 561
21 28
5 111
20 53
1 867
25 33
5 838
22 47
1 735
27 22
1 650
26 73
8 423
27 44
7 489
St. L
ight
ing
510
9 037
506
9 857
272
12 62
0 917
13 45
7 008
14 73
7 688
14 95
9 236
17 58
3 799
19 19
9 668
20 91
7 648
21 84
1 034
Tem
pora
ry61
0/61
577
071
45 67
464
480
93 54
510
2 109
122 9
2814
9 127
94 30
510
1 662
1 04 4
53S/
Total
9 114
577
9 902
946
12 68
5 397
13 55
0 553
14 83
9 797
15 08
2 164
17 73
2 926
19 29
3 973
21 01
9 310
21 94
5 487
CEB
1 806
547
1 847
949
1 942
313
2 004
763
1 966
451
2 231
131
2 179
470
1 915
518
2 032
924
2 220
081
GRA
ND
TO
TAL
742 8
70 64
080
9 991
775
903 9
73 80
498
5 017
567
1 075
125 7
551 1
76 40
3 966
1 229
250 4
411 3
58 46
1 104
1 449
812 7
671 4
91 66
8 891
CATE
GORY
CODE
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
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Figure 6 – kWh PER CUSTOMER PER CATEGORY
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Domestic 1 245 1 311 1 408 1 456 1 528 1 615 1 624 1 723 1 775 1 768Commercial 9 021 9 682 10 017 10 730 11 857 12 813 12 961 13 771 14 860 14 960Industrial 46 151 47 744 50 035 53 715 57 582 62 019 64 351 70 014 72 026 74 937Irrigation 69 314 80 464 71 820 78 834 71 291 62 074 39 985 78 223 84 348 86 313St. Lighting 45 188 44 402 54 874 56 305 59 909 63 315 68 419 67 843 71 391 71 610Others 1 883 618 1 893 623 2 006 793 2 098 308 2 068 560 2 354 059 2 328 597 2 009 823 2 134 586 2 324 533
All categories mixed 3 010 3 201 3 389 3 567 3 778 4 011 4 043 4 327 4 485 4 520
CATEGORY YEAR
Figure 7 – VARIATION OF SALES PER CATEGORY OF CUSTOMERSFOR THE YEARS 2000-2002
2001 2002 2001/2000 2002/2001
Domestic 511 952 787 521 137 480 6.12 1.79Commercial 410 967 958 419 687 696 10.87 2.12Industrial 477 101 365 499 230 658 4.33 4.64Irrigation 26 738 423 27 447 489 -1.77 2.65Others 23 052 234 24 165 568 8.68 4.83TOTAL 1 449 812 767 1 491 668 891 6.72 2.89
CATEGORY % INCREASE OF CONSUMER kWh SOLD FROM PREVIOUS YEAR
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◗ Champagne – Union Vale – Combo 66 kV Line
In order to secure the supply to the South, a new 66 kV line ofabout 35 km length is required between Champagne and Combosubstations, via Union Vale switching station. The first phase of theproject consists of half of the 66 kV line running from Champagneto Union Vale, where the existing Switching station will be replacedby a 66/22 kV Substation to improve the reliability of supply to theSouth Eastern part of the island, including the Airport.
Erection of the line between Champagne and Union Vale wasstarted at the end of 2001 but could not be completed because ofsubsequent requirements of the air traffic authorities who wantedthe part of the line in the vicinity of the Airport to be laidunderground. The required cables are being procured and theproject has been rescheduled for completion next year.Meanwhile, temporary measures have been taken to improvereliability of supply to the Airport itself.
◗ Henrietta - Black River 66 kV Line
In order to cope with the load growth in the South Western part of
the island, resulting from significant hotel development in the LeMorne region, a 66 kV line of some 25 km has to be erected betweenHenrietta substation to Le Morne to meet increased load demand.Pending the construction in the medium term of a 66/22 kVsubstation at Le Morne, the line will be operated at 22 kV.
Erection of the first 15 km of the line was started in September andis expected to be completed early next year.
◗ Installation of a Third Transformer at Fort George Substation
To cope with load growth of the Port Areas and Port Louis a third20/30 MVA 66/22kV transformer was installed at Fort GeorgeSubstation
◗ Sottise Substation
To improve supply to the North and meet new load demand and torelieve Belle Vue Substation, a new 66/22 kV Substation at Sottiseis being constructed. Civil works were completed in December.Installation of 66 kV equipment should start early next year and theSubstation is expected to be commissioned by August.
Figure 8 – PERCENTAGE SALES TO EACH CATEGORY
Domestic 36.92 36.50 36.95 36.33 36.04 35.93 35.82 35.49 35.32 34.94
Commercial 24.90 25.53 25.40 25.74 26.71 27.08 27.13 27.29 28.35 28.13
Industrial 34.74 34.23 34.11 34.19 33.78 33.36 33.60 33.66 32.91 33.47
Irrigation 1.97 2.29 1.91 2.16 1.91 2.15 1.83 2.00 1.84 1.84
St. Lighting 1.23 1.22 1.40 1.38 1.37 1.35 1.43 1.41 1.44 1.46
CEB + Others 0.24 0.23 0.21 0.20 0.19 0.13 0.19 0.15 0.14 0.14
GRAND TOTAL 100 100 100 100 100 100 100 100 100 100
CATEGORY 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
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◗ Lightning Protection
To improve system reliability even during inclement weather, astudy of the lightning protection of the major Substations, namelyBelle Vue, Sottise, Nicolay, St. Louis, Chaumiere, Henrietta, Ebene,Wooton, Amaury and FUEL was commissioned from externalConsultants. Installation of lightning masts as recommended by theConsultants started in July and is progressing satisfactorily.Simultaneously the earthing arrangements are being improved.
PRIMARY DISTRIBUTION
A large number of projects pertaining to the T&D network wereeither initiated or completed to better serve the increasingcustomer base.
◗ Distribution System Study
Following the Final Report on the Distribution System Study byexternal Consultants, it was decided to selectively implement themedium term recommendations. Owing to funds constraints,priority was given to the following projects, which promisedmaximum impact.
Construction of an indoor substation at Ebene to supply theforthcoming cyber city and to cater for future load growth;
Replacement of the existing 22 kV outdoor equipment atWooton Substation, which had become old and unreliable,with indoor 22 kV equipment, and providing for additionalfeeders, because the outdoor substation cannot be extended;
Replacement of existing 1250 A switchgear at Nicolay by2000 A ones to cater for load growth;
Installation of 22 kV switchgear at Amaury substation tocater for load growth in the North Eastern part of the islandand to relieve Belle Vue substation;
Construction of an indoor 66 kV substation at Union Vale tocater for load growth and to improve the reliability of supplyto the South Eastern part of the island, including the Airport;
Construction of a 66 kV line to link Union Vale substationand Combo substation.
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Transmission Distribution
MVA
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Figure 9 : Installed Transformer Capacity
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The projects mentioned above are being financed by a loan from theArab Bank for Economic Development in Africa (BADEA). Thetender for the procurement of materials was invited in June andclosed in September. Evaluation was completed in December.Approvals from the Board and Central Tender Board have beenobtained. Approval from BADEA has been sought for placing orders.
◗ Reconstruction of St Louis 22 kV substation
The 22 kV outdoor substation which supplies the Plaine LauzunIndustrial Zone, the southern part of Port Louis, and the Paillesand Coromandel regions is being replaced by an indoor one.Installation of switchgear in the new switch room has started andis expected to be operational by July next year. Furthermore,excavation works for the associated feeder cables started in August.
◗ 22 kV Feeder from Henrietta Substation to Yemen
In order to cope with the load demand of the Western part of theisland the construction of an 8km 22 kV feeder from Henriettasubstation to Yemen was commissioned early this year.
◗ Power transformer capacity
At the end of the year, the total transformer installed capacity inthe major substations was 1819 MVA. This represents a growth of2.8 % over the previous year, as shown in Figure 9 (page 29).
SECONDARY DISTRIBUTION
While Transmission and Primary Distribution aims at building upadequate infrastructure to bring electricity to the local level, the
secondary distribution network delivers that electricity to the bulkof the Board’s customers. Brief details of the major activities in thisrespect are given below.
◗ Distribution transformer capacity
The total capacity of distribution substations has reached 1053MVA, a growth of 4.7 % over the previous year (Figure 9).
PORT LOUIS 18 52 52
GOODLANDS 68 138 125
PAMPLEMOUSSES 67 123 85
ROSE HILL 25 63 58
QUATRE BORNES 12 30 27
LA MIVOIE 12 15 16
VACOAS 71 155 96
CUREPIPE 38 65 56
BRAMSTHAN 63 135 95
MAHEBOURG 21 54 46
SOUILLAC 5 13 10
TOTAL 400 843 666
LOCALITY NO OF NO OF NO OFPROJECTS SPANS CONSUMERS
Figure 10 – Minor Development Works 2002
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◗ Minor development projects
Continuing the trend established in previous years, theBoard has been able to implement, from its own fundsand those made available by the Government, a largenumber of Minor Development projects island wide forthe extension of its low-voltage network to supply newapplicants’ premises. 666 such dwellings were thusconnected following the extension of 843 spans of lowvoltage network. Figure 10 (page 30) indicates thedetails of these projects in various localities of the island.
SUMMARY OF T&D NETWORK
During the year, the overhead network was extendedby 126 km bringing the total length of overhead linesto 6764 circuit km representing a growth of 1.9%. Thisfigure includes the transmission system of 215 km of66 kV and 132 kV overhead lines.
As for the underground network, 12 km of cables were installedduring the year under review, thus bringing the total undergroundnetwork to 336 circuit km representing a growth of 3.7%. Theunderground system includes 10 km of 66 kV undergroundcables. Although the underground system appears insignificant inrelation to overhead, in real terms the underground system serveskey city centres of Port Louis, Curepipe, Quatre Bornes etc. andthus represents a vital component of the Board’s infrastructure.The underground network has thus increased at a faster pace thanthe overhead system, as shown in Figure 11. This trend isexpected to continue in future.
SYSTEM LOSSES
The system losses showed a marginal increase during the yearfrom 10.3% to 10.8%. The situation is still reasonable as comparedto losses experienced by utilities elsewhere having similarcustomer profile and network disposition. However, it wasdecided that it would be wise to analyse in detail the factors whichcontribute to the losses. An action plan has been developed tomonitor those factors and initiate action as and when necessary tokeep losses under control
0
1000
2000
3000
4000
5000
6000
7000
0
100
200
300
400
1995
Over
head
Lin
e –
4 km
Und
ergr
ound
Cab
le –
km
Overhead Line – km Underground Cable – km
1996 1997 1998 1999 2000 2001 2002
Figure 11 : Growth of Network
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132
To move CEB back onto a
least-cost development
path and thereby
contribute to the economic
development of the
country, as well as provide
its customers with the
lowest electricity prices
that adequately reflect
the cost of electricity
service provision.
““
””
New capacity generation,load management &power procurement
New capacity generation,load management &power procurement
The need for rapid expansion of infrastructure to meet theelectricity needs of a growing economy meant that CEB,throughout the 1990s, often had to add additional generation,transmission, and distribution capacity without the support ofadequate system planning and power procurement processes.
Long-term planning studies typically were carried out periodicallyby outside consultants. Recognising that the inadequacy of in-house, long-term planning had taken CEB off a least-cost expansionpath, CEB established its own Corporate Planning & ResearchDepartment in 2002.
Upon her arrival in Mauritius in February, the head of theCorporate Planning & Research Department designed the role andfunctions of the Department and started to build planningcapability with a small team of 10 individuals recruited fromwithin CEB. The primary responsibilities of the Departmentinclude preparation of the annual load forecast; monitoring of thedemand for electricity in relation to existing supply capacity;developing plans for new capacity in generation, transmission, anddistribution; managing the contractual and operationalrelationships with independent power producers; and carrying outresearch programs in the electricity sector.
Two important areas of activity within the Department during theyear under review related to load management and powerprocurement.
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Load Management
The profile of electricity consumption in Mauritius ischaracterised by a high peak-to-off-peak demand ratio;that is, demand for electricity at peak periods (e.g.,from 09.30 hrs to12.00 hrs in the morning and from18.00 hrs to 20.30 hrs in the evening) can be two tothree times greater than demand for electricity inovernight periods. At present, CEB’s daily demand isapproximately 140 MW for about eight hours in thelate night and early morning, rising to about 250 MWfor about 14 hours during the day, and peaking at justover 310 MW for only about two hours per day. Thismeans that additional generating capacity must beavailable and fired up for only a few hours each day.Similarly, the transmission and distribution network must bedesigned to deliver large quantities of electricity, yet that designcapacity is only needed for a few hours a day.
The Corporate Planning & Research Department is developingprograms aimed at improving the shape of the daily load profile,thereby allowing CEB to make more efficient use of existinggenerating stations and electric network infrastructure.
The Department organised a seminar on Load and EnergyManagement which was held on 7 and 8 November at Domaineles Pailles. The Seminar was opened by the Honourable Ministerof Public Utilities and attended by about 100 individuals rangingfrom utility and government representatives from several IndianOcean region countries, suppliers of metering and other loadmanagement products and services, and commercial andindustrial customers, consumer groups, and independent powerproducers from Mauritius. The three main objectives of theseminar were to:
Inform all stakeholders-customers, suppliers, IPPs, policymakers, and CEB-of the reasons for implementing loadmanagement measures;
Provide a forum for suppliers to demonstrate their productsand new technologies for energy metering and for active andpassive load management; and
Encourage customers to more effectively manage theirenergy consumption and, in so doing, save money.
Power Procurement
CEB currently has contracts with three independent powerproducers (IPPs) that supply electricity on a year-round basis, andwith seven IPPs that supply electricity generated from bagasseduring the crop season only. Contracts with these IPPs wereindividually negotiated as an extension of Government policy tosupport the sugar sector in recognition of its important role in thenational economy, and as part of the Bagasse Energy DevelopmentProgramme initiated by Government in early 1991 for theoptimisation of energy generation using bagasse.
To move CEB back onto a least-cost development path and therebycontribute to the economic development of the country, as well asprovide its customers with the lowest electricity prices thatadequately reflect the cost of electricity service provision, theCorporate Planning & Research Department is implementing apower procurement process that is in wide use elsewhere and isrecognised as best practice by international financial institutionsand the World Bank. This involves establishing an open,competitive bidding process whereby power can be procured underthe best terms and conditions. It also improves transparency in theprocurement process and creates a more attractive environment forprivate sector participation and capital investment.
At the end of December, the Department issued a Request forProposals (RFP) for 30 MW to 40 MW of electricity supply tocome into service in mid-2005. This was the first time CEB hasinitiated a competitive bidding process for new sources of powergeneration. For this first procurement process, a select group ofbidders who had over the past several years already presented CEBand Government with various proposals and feasibility studies fornew generation projects were invited to submit proposals inaccordance with the RFP. In future, CEB expects to open up suchprocesses to IPPs globally, thus ensuring that electricity consumersin Mauritius benefit from the most competitively priced,technically sound, and environmentally safe sources of generation.
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134
The installation of
a new wind farm
on the site of
the old one at Trèfles,
a noteworthy event
for the CEB.
““
””
Performance for the year 2002 in Rodrigues has been generallysatisfactory, with a few improvements to be noted in certain sectors,namely Production and Sales of energy and Transmission andDistribution, together with the installation of a new wind farm onthe site of the old one at Trèfles, a noteworthy event for the CEB.
Energy Generation
The generating sets of the island have again clocked the highest totalof running hours for the whole organisation. The total number ofhours of operation of the sets reached 25 364 i.e. an annual averageof 8 454 hours per generating set. The 3 x 1 MW MAN Holebygenerating sets G7, G8, and G9 of Port Mathurin Power Stationperformed very satisfactorily, with a production 19 695 GWh i.e.87.3% of the total production of energy for the year 2002.
On the other hand, the remaining six Deutz MW engines of500 kW each running on light fuel were used for peaking andbase load purposes. These engines with an average annualoperation of 1 359 hours per unit, contributed 2 863 GWh or12.7% of the total production. Owing to limited generatingfacilities at the Port Mathurin Power Station, a load managementexercise was carried out during New Year’s Eve festivities in orderto avoid load shedding:-All the pumping stations and other important customers wereasked to switch on their standby generating sets during peak periodon 31 December 2002.
Performance OverviewPerformance Overview
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The maximum demand for power on 31 December 2002 wasbrought down to 4.4 MW, an increase of only 3.8% over year 2001.
New Power Station
It was decided to build a new power station at Pointe Monnier,instead of proceeding further with the extension of the PortMathurin Power Station, where the site does not offer thepossibility for future extension which the rapid development of theIsland will no doubt warrant.
The other reason which motivated the decision of the Board is theincrease in the level of noise pollution following the proposdextension, which will not meet acceptable norms as laid down in theconditions for obtaining an Environmental Impact Assessment permit.
Renewable Sources of Energy
Preliminary work started during the month of November 2002 forthe setting up of a Wind Farm consisting of three wind energyconverters with an output of 60 kW each on the same site atTrèfles where the previous wind farm consisting of 4 x 30 kW unitswas situated.
The wind energy converters will be supported by thirty metretowers and will be more resistant to cyclones. It will be possible forboth the towers and nacelles to be tilted down to the groundhorizontally during the passage of a cyclone.
A contract for the installation of the wind energy converters will besigned between La Societé Vergnet, a French Company, and theCentral Electricity Board at the beginning of year 2003 for aturnkey project.
Customer Service
427 new customers were connected to the network. On the otherhand, 401 customers had their accounts closed either on requestor because they had left without notice or for non payment of theirelectricity bills, thereby bringing the total number of customers to10 229, an increase of 2.71% over the previous year.
Production and Sales of Energy
The total energy generated for the year 2002 increased by 9.37% toreach 22.558 GWh, mainly because of better climatic conditions,with increased rainfall. On the other hand, sales amounted to18.164 GWh representing an increase of 7.91% over the precedingyear, while the sale of energy for industrial purposes went up by 18%.
The consumption of electricity per industrial customer i.e forpumping purposes is still below normal – 9 670 KWh annuallycompared to an average of 13 000 kWh for the years 1995 to2000. However, the energy consumed by domestic consumers isincreasing steadily every year. The average annual consumption perdomestic customer reached 1 269 kWh representing an increase of12% over year 2000.
Transformer Capacity
The total installed transmission transformer capacity has remainedunchanged for the year 2002 i.e. 9 320 KVA. The total capacity onthe distribution side has been increased to 20 395 KVA comparedto 19 745 KVA for the year 2001 representing an increase of 3.3%.
Transmission and Distribution System Improvement
In October 2002 the high tension network was strengthened inPort Mathurin and a 100 KVA pole mounted substation wascommissioned with a view to offering a more reliable supply to theRodrigues Regional Assembly House.
The network was extended to supply Mont Lubin PumpingStation, the Human Resource Centre, the Citron Industrial Estateand the Mont Lubin State Secondary School construction site.
The KVA capacity of Welcome Stone Crusher was increased by250 KVA, thus bringing the total KVA installed capacity to500 KVA. With this increase, Welcome Industry is the mostimportant customer in terms of load demand.
PRODUCTION AND SALES
Year Installed Maximum Capacity Demand Production Sales in No. ofin kWh in kWh in kWh in kWh Customers
1998 6 000 3 600 16 920 470 13 920 845 9 4161999 6 000 3 750 18 112 286 14 882 446 9 6892000 6 000 3 820 19 616 037 15 551 906 9 9592001 6 000 4 240 20 625 040 16 833 105 10 1122002 6 000 4 400 22 558 800 18 164 331 10 229
kWh PER CUSTOMER
Year Domestic Commercial Industrial(kWh) (kWh) (kWh)
1998 1 082 4 519 16 0171999 1 127 4 352 13 9582000 1 130 4 793 9 5462001 1 242 4 860 8 1922002 1 269 5 315 9 670
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The high-tension network was increased by 2 km consisting of0.5 km of bare conductor and 1.5 km of insulated twisted cable.The low-tension network was increased by 6 km. The total lengthof high tension network is 129 km whereas the total length of low-tension network has reached 315 km.
Faults
The number of faults attended to during the year totalled 998compared to 785 for the previous year. The increase is due mainlyto faults occurring in private installations and tripping of customerscircuit breakers on customer’s premises. The frequency of suchfaults, which amounted to 414 out of a total of 998, is a cause ofgreat concern. Those two categories of faults represent apercentage of 41.5% of the total number of faults in year 2002.
Preventive maintenance on the network was carried out regularly.In spite of this, the number of faults registered under FaultyService Lines increased by 70%. The significant increase may beattributed to the weakening of part of the distribution networkwhich needs to be replaced.
Disconnection for non-payment of accounts
The number of disconnections concerning non payment of accountshas decreased in comparison with year 2001, from 924 to 787 andfrom 722 to 621. This decrease is due to regular announcements onthe radio before proceeding with disconnection of supply.
Faults reported and repaired 2001 2002
Loose connection 90 93Faulty service line 101 170Faulty lean in 4 4Faulty meter 13 14Oxidation of connection 12 8Broken service line 12 8Phase disconnected 59 91Neutral disconnected 47 42Faulty consumer’s installation 300 374Consumer’s circuit breaker off 28 40Fire outbreak 16 9Street accident 4 5Circuit breaker faulty 20 16Blown LV fuse 13 23Blown HT fuse 53 59Faulty transformer 3 6Faulty insulated twisted cable 15 37
TOTAL 785 998
